Contrato De Cesion De Derechos

Concentrated Knowledge™ for the Busy Executive • www.summary.com Vol. 24, No. 12 (2 parts) Part 1, December 2002 • Order # 24-29
CONTENTS
Why Execution Is Necessary
Page 2
Building Block 1: The
Leader’s Seven Essential
Behaviors
Page 3
Building Block 2: Create the
Framework for Cultural
Change
Pages 3, 4
Building Block 3: Have the
Right People in the Right
Place
Pages 4, 5
ThePeople Process: Linking
Strategy and Operations
Pages 5, 6
The Strategy Process:
Making the Link with People
and Operations
Pages 6, 7
The Operations Process:
Making the Link with
Strategy and People
Pages 7, 8
By Larry Bossidy and
Ram Charan
FILE: LEADERSHIP
®
What You’ll Learn In This Summary
✓ Why Execution Is Necessary. Leaders simply are not taught the discipline
of execution;more time and scholarship are given to strategic thinking
and management techniques. Neither mean much to a company, however, if
its leader cannot take an idea and make it reality.
✓ Seven Essential Behaviors. From following through on commitments
to rewarding those employees who produce results, if you are serious about
execution and leadership, you must exhibit these key behaviors.
✓Creating the Framework for Cultural Change. The culture of an organization
is the sum of its shared values, beliefs and norms of behavior. Leaders
who want to foster an execution-supporting culture must focus on changing
the beliefs within their company that influence specific behaviors, since
behaviors are what ultimately deliver results.
✓ The Three Core Processes of Execution. Many organizationstreat their
people, strategy and operations processes as separate, independent entities,
when in fact they are interrelated — and must be treated as such in order to
ingrain the discipline of execution into the corporation.
Why Execution Is Necessary
While there exists an enormous amount of scholarship
and research on management techniques and strategic
thinking, hardly anyone speaks ofexecution in the same
terms. To understand execution, you must keep three
things in mind:
1. Execution Is a Discipline. No worthwhile business
strategy can be planned without taking into account how
to execute it. Execution is a systematic process of rigorously
discussing hows and whats, questioning, tenaciously
following through, and ensuring accountability.
2. Execution Is the Major Job ofa Business
Leader. Many business leaders like to think that the top
dog is exempt from the details of actually running
things, that setting strategy from the mountaintop is
enough. In reality, only a leader can make execution
happen, through deep personal involvement.
3. Execution Must Be a Core Element of a
Business Culture. Execution must be embedded in the
reward systems and in thenorms of behavior that everyone
practices.
The Forgotten Skill
Every truly great leader has an instinct for execution,
but that instinct is not typically cultivated in the selection,
training and development of leaders. A high proportion
of those who actually rise to the top of an
organization make their mark as high-level thinkers,
uninterested and (as a result) uninvolved in the “how”
ofgetting things done. Many do not realize what needs
to be done to convert a vision into specific tasks.
The crucial component of dialogue between leaders
and those subordinates who help them execute a strategy
is typically lacking. Leaders don’t know to involve
people from all affected areas of a strategic plan’s outcome
in the initial shaping of the plan. They don’t think to
ask thosepeople about the hows of the plan’s execution.
As a result, leaders never set milestones for the progress
of the plan, nor do they put contingency plans into place
to deal with unexpected issues.
In other words, when leaders are allowed to remain
detached and rendered incapable of developing skills
and experience related to execution, efforts at creating
and running an execution strategy will...